The use of person-organization fit in employment decision making: An assessment of its criterion-related validity.

Abstract

Because measures of person-organization (P-O) fit are accountable to the same psychometric and legal standards used for other employment tests when they are used for personnel decision making, the authors assessed the criterion-related validity of P-O fit as a predictor of job performance and turnover. Meta-analyses resulted in estimated true criterion-related validities of .15 (k = 36, N = 5,377) for P-O fit as a predictor of job performance and .24 (k = 8, N = 2,476) as a predictor of turnover, compared with a stronger effect of .31 (k = 109, N = 108,328) for the more commonly studied relation between P-O fit and work attitudes. In contrast to the relations between P-O fit and work attitudes, the lower 95% credibility values for the job performance and turnover relations included zero. In addition, P-O fit's relations with job performance and turnover were partially mediated by work attitudes. Potential concerns pertaining to the use of P-O fit in employment decision making are discussed in light of these results.

Linking Person-Job Fit, Person-Organization Fit, Employee Engagement and Turnover Intention: A Three-Step Conceptual Model

“…First, although both forms of fit have long been the centre of attention for organizational behaviour and industrial/organizational psychology, studies have largely focused on examining them separately (e.g., Guan, Deng, Bond, Chen, & Chan, 2010;Mostafa & Gould-Williams, 2014;Singhal & ChatterJee, 2006;Wheeler, Gallagher, Brouer, & Sablynski, 2007) rather than incorporating both types in a single model. Second, most of the available research examined the roles of the P-J fit and P-O fit in respect of various individual and organizational outcomes, such as job satisfaction (Biswas & Bhatnagar, 2013;Wheeler et al, 2007), organizational commitment (Biswas & Bhatnagar, 2013), organizational citizenship behaviour (Cable & DeRue, 2002) and turnover (Arthur et al, 2006). In doing so, most often studies investigated that how antecedents predict outcomes.…”

Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit

“…Perceived employee person-organization (P-O) fit, conceptualized in this study as the fit that employees experience between their own values and those of the organization, is associated with a range of beneficial attitudinal and affective outcomes (see Arthur, Bell, Villado, & Doverspike, 2006;KristofBrown, Zimmerman, & Johnson, 2005;Oh et al, 2014;Verquer, Beehr, & Wagner, 2003). However, in contrast and contrary to what practitioners tend to assume (cf.…”

Le rôle des conditions de travail dans la satisfaction et la loyauté des infirmières d’agence au Québec

“…: agences) où les valeurs dominantes sont similaires aux leurs. Il y aurait ainsi une sélection naturelle : ceux qui perçoivent une grande congruence tendent à s'impliquer et à demeurer loyaux, tandis que les autres quittent (Westerman et Cyr, 2004;Arthur et al, 2006). Cette idée a été vérifiée récemment auprès d'un échantillon d'infirmières (Cooper-Thomas et Poutasi, 2011); elle démontrait que la perception de congruence était liée à l'intention de quitter l'agence par l'intermédiaire de la satisfaction de l'emploi et de l'engagement organisationnel 1 .…”